Impact of Corporate Social Responsibility, Managerial and Institutional Ownership, on Financial Performance and Firm Value

This study aims to examine the impact of Corporate Social Responsibility (CSR), Managerial Ownership, and Institutional Ownership on Financial Performance and Firm Value within 10 food and beverage sub-sector Firms listed on the IDX from 2017 to 2021. The analysis employs Panel Data Analysis using the Eviews application. The findings reveal that both CSR and Managerial Ownership exert a significant positive influence on Financial Performance, while Institutional Ownership does not demonstrate a statistically significant effect. Conversely, Managerial Ownership negatively affects Firm Value, whereas CSR and Institutional Ownership show no significant impact on Firm Value. When analyzed together, the CSR Ratio, Managerial Ownership, and Institutional Ownership significantly affect both Financial Performance and Firm Value. This study enriches academic discourse by enhancing the understanding of how CSR, managerial ownership, and institutional ownership collectively influence financial performance and firm value. For practitioners, the insights provided can inform strategies for optimizing ownership structures and CSR initiatives to improve financial outcomes and market valuation. The managerial implication is that Firms should strategically incorporate CSR programs to foster sustainable social and economic value.

Authors

Institutions

Publication Details

Journal
Taxation and Public Finance
Published
2025-06-12
DOI
https://doi.org/10.58777/tpf.v2i2.369
Primary Topic
Corporate Governance and Financial Management
Type
article
Field-Weighted Citation Impact
0.00
Controls
|||
ALL TIME
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
article

Impact of Corporate Social Responsibility, Managerial and Institutional Ownership, on Financial Performance and Firm Value

Lenda Komala, Annisha Fitriana
Taxation and Public Finance
Corporate Governance and Financial Management
article

Impact of Corporate Social Responsibility, Managerial and Institutional Ownership, on Financial Performance and Firm Value

Lenda Komala, Annisha Fitriana
article en

Abstract

This study aims to examine the impact of Corporate Social Responsibility (CSR), Managerial Ownership, and Institutional Ownership on Financial Performance and Firm Value within 10 food and beverage sub-sector Firms listed on the IDX from 2017 to 2021. The analysis employs Panel Data Analysis using the Eviews application. The findings reveal that both CSR and Managerial Ownership exert a significant positive influence on Financial Performance, while Institutional Ownership does not demonstrate a statistically significant effect. Conversely, Managerial Ownership negatively affects Firm Value, whereas CSR and Institutional Ownership show no significant impact on Firm Value. When analyzed together, the CSR Ratio, Managerial Ownership, and Institutional Ownership significantly affect both Financial Performance and Firm Value. This study enriches academic discourse by enhancing the understanding of how CSR, managerial ownership, and institutional ownership collectively influence financial performance and firm value. For practitioners, the insights provided can inform strategies for optimizing ownership structures and CSR initiatives to improve financial outcomes and market valuation. The managerial implication is that Firms should strategically incorporate CSR programs to foster sustainable social and economic value.

Taxation and Public FinanceVol. 2(2)
Yarsi University (ID)
Openalex Percentile: Top 80%
Corporate Governance and Financial Management
AI Navigator

Ask Laika to Summarize, Analyze, and Connect papers live on the map.

Summarize Papers & Methodologies

Extract key findings, datasets, and comparative methods across publications.

Benchmark Rankings & Visual Analytics

Rank top research institutions, authors, funders, topics, and journals by Field-Weighted Citation Impact (FWCI) and paper volume with instant charts.

Connect Distant Disciplines

Bridge topological clusters on the map to find hidden collaborative intersections.